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Presented by Blake Godwin, VP of Growth & Operations, Client Savvy [email protected] Maximize Value in M&A MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE

MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

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Page 1: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Presented by Blake Godwin, VP of Growth & Operations, Client Savvy [email protected]

Maximize Value in M&AMANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE

Page 2: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Purpose and Learning Objectives

Define Client Experience and Employee Experience

Apply the Tools of CX and EX to Create and Capture Value

Avoid Common Value Leaks When Buying or Selling a Firm

Page 3: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

CX or “Client Experience” is theemotional reaction clients have

to any interaction with your brand

Page 4: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Create and Capture Value

Page 5: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Stakeholder Goals

Seller Buyer Employee Client Partners

Create Future Value

Capture Future Value

Keep Me & Family

Safe

Keep It Easy & Good

Create Oppor-tunity

Page 6: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

The Buyer of a $10M Firm Loses $5M in Value

Page 7: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

What Failure Looks Like:Seller’s View Undervalued

equity Loss of legacy

It’s not fun anymore

Loss of performance

payout

Page 8: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

What Failure Looks Like: Buyer’s View

Overpaying(Zweig, Inc.,

Business Insider)

Execution(Inc., Investopedia)

Capacity vs. Bandwidth

(Investopedia)

Poor Strategic Fit (Business Insider)

Culture(Zweig, PSMJ,

Everyone)

Poor Focus on Human

Capital (GrowthPlay)

Inadequate Communication(Business Insider)

Inadequate Due

Diligence (Zweig, PSMJ)

Failure to Assess Client Satisfaction

(PSMJ)

Page 9: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

The Root Cause of FailureHBR #1 Reason: Not helping clients (and employees) complete the journey

Page 10: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

We don’t understand or design

the critical journeys for our stakeholders

Page 11: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

So why change?First, an anecdote

Your Former

Employees

Page 12: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

The scary realityWall Street Journal

Customer churn is the top cause for half of failures

GallupCustomer churn increases 60%

after an acquisition

McKinsey5% of customers churn after

acquisition (CLV lost)

Page 13: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

The scary reality

Client Lifetime Value

Total value of a client over time, adjusted to net present dollars

Revenue x Margin x Churn x Discount Rate

Estimate: 5X - 7X Annual Profit

Page 14: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

The scary realityHarvard Business Review

Key staff turnover spikes 300%

Harvard Business ReviewTurnover of acquired employees is

200% higher for NINE YEARS

Google search“employee turnover after

acquisition” 40.5 million results

Page 15: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

The scary realityCost of Attrition

Key staff cost $100k to replace (PSMJ)

Key relationships walk (One principal managing $2.5M client @ 15% profit = $2.6MM lost CLV)

Page 16: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Lost staff and clients don’t vanish.

They go to your competitors!

Page 17: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

On the up side…

With both clients and staff leaving utilization rates should still be okay

Page 18: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Why does this happen?

An object in motion will tend to stay in motion…

Page 19: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Clients and employees are confronted with a choice they must now makeThe old path forward no longer exists.

Page 20: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Inertial Drivers Lack of

EngagementLack of

Preparedness

Introduction of New Effort

You Weren’t My First Choice

Page 21: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Emotional Drivers Uncertainty Fear

Unearned Trust

Perceived Effort of Change

Page 22: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Well, now what?

Page 23: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Value Capture PlanningMAPPING THE JOURNEY FOR ALL STAKEHOLDERS

Page 24: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Mindset and Emotional Map

Seller Hope, Reward, Short-Term Anxiety

Buyer Optimism, Risk Management, Long-Term Reward, Easier Future than Present

Employee Uncertainty, Loss of Family, Loss of Agency, Opportunity, Loss of Position

Client Frustration at Change, Practical Concerns (Schedule, Budget), Uncertainty, Became a Smaller Fish in a Bigger Pond, “That’s Not Who I Hired”

Partner Fear The Well Runs Dry, Excited to Add a Bigger Logo to Portfolio, Worry About Business Arrangements / Payment

Page 25: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller

Buyer

Employee

Client

Partner

Page 26: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Page 27: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Create a Plan for Value Creation

Design CXMeasure CX

Design EXMeasure EX

Page 28: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Look For CX & EX Winners

CX Awards (Client Savvy)

Client Satisfaction (PSMJ)

Best Place to Work (Zweig, Inc., Etc.)

Page 29: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Engage and Deliver CX

Help Employees Engage

Enable Peak CX Performance

Page 30: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Continuous Project Feedback

Give Clients a Voice

Use Data to Measure & Improve Your Value

Page 31: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Win / Win Partnership

Become the easiest client you can be

Ask how you can help partner be the best they can be

Page 32: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Succession Plan

Work with buyer to build a clear plan with clients and employees

Use CX design and feedback process in the plan

Page 33: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Gather MORE Metrics

Integrate financial metrics with CX and EX metrics

Page 34: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Gather MORE Metrics

Revenue at risk (low CX scores)

24.7% of clients have a complaint

7% are looking for alternatives now

Page 35: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Gather MORE Metrics

Look for hidden value (28% high CX & low margin)

Estimate Share of Wallet to ID growth potential

Page 36: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Gather MORE Metrics

Watch for low EX scores with key relationship managers – that revenue is at risk

Page 37: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark EX

Ask employees questions about culture and engagement

Track eNPS Score to ID overall flight risk (target 70+ and beware 40-)

Page 38: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark CX

Systematic, objective, electronic measure of CX. Target NPS 75+ and beware 40-

Assure top 80% of revenue measured

Page 39: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark CX

Assure KDMs are measured in top accounts

Assess NPS drivers (helpfulness, responsiveness, etc.) to ID strengths / weaknesses

Page 40: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark CX

Identify promoters to target immediate cross-selling opportunities for newly added services (59% on average)

Page 41: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark CES

Customer Effort Score tells you how difficult working with a business will be. Trade partners have the best insight of local competitive landscape

Page 42: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Justified Reassurance

Use past feedback to ID brand strengths

Reassure clients and staff that the strengths THEY LOVE will remain

Page 43: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Communicate CX/EX Plan

Reduce fear and uncertainty

Reveal the clearly articulate plan to maintain the current good

Page 44: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Review CX/EX Plan

Confidence in role

Clarity in plan

Page 45: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

CX Communications

Position all communications from the client’s perspective

Not about you

Plan to continue acknowledged strengths

Page 46: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Partner “Wins”

Anticipate how trade partners can “win” in the new order

Communicate opportunities

Reassure smooth operations

Page 47: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Consistency

Today is the same as yesterday

Page 48: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Nail the Basics

Do no wrong

Nothing changes (yet)

Page 49: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Share The Milestones

Day 1 Plan

Week 1 Plan

Month 1 Plan

Page 50: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

The Same But Better

Communicate!

Communicate!

Introduce future change, but don’t change today

Page 51: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Keep Payments Flowing

This is the top concern

Look at other business-in-flight

Award a new project (phew!)

Page 52: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Succession Execution

Flawless execution of the CX / EX plan

It’s not about you anymore: focus on the emotional drivers of the others

Page 53: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Change Management

Learn what’s working before you change

Keep, Grow, Prune

Drive excitement about making “mother” better too

Page 54: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark EX

After shock has waned, repeat the due diligence employee assessment

Look for continued or increasing engagement issues

Page 55: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark CX

Repeat diligence assessment but looking ahead

“Now that you’ve experienced our expanded capabilities…”

Page 56: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Benchmark CX

Look for newly at-risk clients and intervene

Look for curious cross-shoppers and capture

Page 57: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Strengths & Opportunities

Meet with each substantial partner

Discuss expanded business

Ask for help co-creating client value

Page 58: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Go Fishing

Relax: you captured all the value you created

Relax: your staff are in good hands

Relax: your clients are taken care of

Page 59: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Unify CX

Integrate the best of both in both orgs

Assure buyers have the same experience with new services as with old

Page 60: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Execute CX

Engage employees in the CX plan

Drive accountability via CX measurement

Page 61: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Continuous Feedback

Continue the plan of ongoing regular feedback

Cross-sell when earned

Mitigate risk when observed

Page 62: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Prepare Diligence Announce Day 1 Short Term Long Term

Seller Create CX & EX Succession Plan Justified Reassurance Consistency Succession

Execution Go Fishing

Buyer Look for Winners Gather CX/EX Metrics

Communicate CX/EX Plan Nail the Basics Learn Before You

Change Unify CX

Employee Engage and Deliver CX Benchmark EX Review CX/EX Plan Day 1, Week 1,

Month 1 Plan Benchmark EX Execute on CX

Client Continuous Project Feedback Benchmark CX Consume

CommunicationsReveal “The Same”

but Better Benchmark CXContinuous Project

Feedback & Expand

Partner Win / Win Partnership Benchmark CES ID Partner Wins Keep Payments

Flowing

Meet and ID Strengths &

Opportunities

Deliver More & Share Savings

Share Savings

Measure & reduce effort to serve

Use your scale to buy more from partners

Share in effort & work-capture savings

Page 63: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Measuring Success Track

TurnoverTrack Client

Churn

Measure CX add 3% (PSMJ)

Benchmark (23 CX leaders

gained 39 ENR spots)

Page 64: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Measuring Success

$20M/year Net Service Revenue

with 150 employees

$10M valuation under “standard” methods (Deltek: 45% - 60% NSR / $60k-$70k per FTE)

Average turnover: 14% (Zweig)

Turnover cost: $100k/per key departure (PSMJ)

Average revenue retention: 83% (ENR)

Average profit margin: 13% (PSMJ)

Post Acquisition:

300% increase in turnover (HBR) / 60% increase in churn (Gallup)

$4.2M turnover cost / $1.3M in CLV lostFive Million Dollars in Lost Value

A sample case study

Page 65: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Measure the Value (CX and EX)

Design for Increased

Value

Capture the Value

Created

Page 66: MANAGE THE CLIENT AND EMPLOYEE EXPERIENCE TO CAPTURE VALUE · Purpose and Learning Objectives. Define Client Experience and Employee Experience. Apply the Tools of CX and EX to Create

Questions?REQUEST SLIDES OR ONE-PAGE GUIDE: [email protected]

Presented by Blake Godwin, VP of Growth & Operations, Client Savvy [email protected]


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